Abstract
In the past decade growing numbers of privately operated child care centres have been established as a result of encouragement by government. Although extensive study about centre management and leadership issues has been undertaken there exists a gap in research about the performance of centres from a viability perspective.
Therefore, this paper extends knowledge and understanding about successful centre operation and considers the obstacles that hinder performance. A theoretical business performance framework is utilised to discuss the findings from a research project conducted Australia-wide. The study serves to clarify relevant issues in an effort to inform centre managers and policy- makers about what is needed to support the development of viable child care services.
Get full access to this article
View all access options for this article.